Often called pre-project, this could be a time for exploration, broad thinking, analysis and imagination, however often it’s a time for reductive thinking.
This different perspective is exciting.Bryden Wood is supporting this idea, and many others, that will be part of the change in approach we need..
Doing things differently, letting go of what we have known either in Christmas traditions or any other traditions, or processes and procedures we follow, or the pre-judgements we hold onto can feel hard.Humankind became dominant through its adaptability, our neo-cortex in our brains is incredibly plastic and moulds to allow us to adapt our whole life.To enact the change both individually and collectively we just need to recognise that we are stuck in the Devil’s Snare and decide to stop struggling..
Professor John Dyson spent more than 25 years at GlaxoSmithKline, eventually ending his career as VP, Head of Capital Strategy and Design, where he focussed on developing a long-term strategic approach to asset management..While there, he engaged Bryden Wood and together they developed the Front End Factory, a collaborative endeavour to explore how to turn purpose and strategy into the right projects – which paved the way for Design to Value.
He is committed to the betterment of lives through individual and collective endeavours.. As well as his business and pharmaceutical experience, Dyson is Professor of Human Enterprise at the University of Birmingham, focussing on project management, business strategy and collaboration.. Additionally, he is a qualified counsellor with a private practice and looks to bring the understanding of human behaviour into business and projects.. To learn more about our Design to Value philosophy, read Design to Value: The architecture of holistic design and creative technology by Professor John Dyson, Mark Bryden, Jaimie Johnston MBE and Martin Wood.
Available to purchase at.We are likely to need greater standardisation of processes to be able to track the information and decisions leading to compliance.This is obviously predicated on consistency of demand; when every construction project is bespoke, it’s impossible for manufacturers (other than material suppliers who make highly standardised, commoditised products like rebar) to develop products that are likely to be used repeatedly.
But consistency of demand will come with other forms of progress, like widespread adoption of construction Platforms.We will come back to this as well..
When achieved, this will benefit construction in a range of ways.. Firstly: it would provide greater market transparency and diversify the supply chain, meaning that companies of all sizes could engage with large-scale programmes, in the private and public sectors.. Secondly: late payment (particularly between contractors and their supply chains) has been a well-recognised problem in construction for a few decades.It means smaller suppliers, to whom cashflow is critical, operate in a state of uncertainty and ‘financial distress’.